National Employment Conference Webinar The New Economy: Rethink, Realign, Reinvent August 22, 2013

1. Employer Perspectives on Retention and Advancement in the New Economy: Bridging Research and Practice Susanne M. Bruyère, smb23@cornell.eduJudy Young, jy335@cornell.eduEmployment Disability Institute ILR SchoolCornell University National Employment Conference Webinar The New Economy: Rethink, Realign, Reinvent August 22, 2013

2. Presentation Overview • A few facts on the new economy • Implications for youth and mature workers • Implications for persons with disabilities • The impact of workplace culture on disclosure • Implications for vocational rehabilitation practice • Implications for employers • What did we leave out? Q & A

3. Definitions of “New Economy” “New Economy” frequently used two ways: • “Post-industrial” economy, reflecting a move from manufacturing to a high-tech and/or knowledge economy. • Evolution of current fossil-fueled economy to a more “green economy” focusing on building local capacity and prioritizing human and environmental well-being.

4. The “New Economy” and the Proliferation of New Technologies These new technologies have meant three things for employer practices (especially those under the domain of HR): More virtual/distance/remote workers and work teams/relationships. Faster/faster everything; ever-increasing productivity. More emphasis and expectation of employee data analysis in HR practices.

5. A Few Facts on the New Economy What do we know about the “new economy?” Job growth in different industries Ongoing changes in technology Increased value of higher education Mismatch between jobs and workers Fewer jobs and more part-time work Increased use of flex-place and telecommuting Changing workforce demographics Increased cost of health care

6. Mismatch Between Jobs and Workers • Employers were asked about specific skills in which they find today’s workforce deficient for high school and four-year college graduates: • Writing in English: 72% of high school; 26% of 4-year college grads • Foreign language: 62%; 41% • Mathematics: 54%; 12% • History/Geography: 46%; 17% • Government/Economics: 46%; 17% • Science: 45%; 13% • Reading comprehension: 38%; 5% • English language: 21%; 4% Source: The Conference Board, Blueprint for Jobs in the 21st Century: HR Policy Association

7. “New Economy” = Increased labor market inequality? • Post-industrial labor markets increasingly “flexibilized” in developed countries since the 1980s. • Result: increasing division of the working class into labor market insiders and outsiders. • Insiders hold standard, protected and stable jobs. • Outsiders are marginally or atypically employed, and more likely to be unemployed. • This “dualization” of the labor market into “good jobs” and “bad jobs” is a major source of growing inequality. • Access to “good jobs” depends on education and skills acquisition, family stability, poverty status, etc. Hausermann, S., Schwander, H. (2009). Identifying outsiders among countries: Similarities and differences in patterns of dualization. Working Papers on the Reconciliation of Work and Welfare in Europe 09/2009. http://www.mwpweb.eu/1/22/resources/publication_414.pdf

8. Impact of Labor Market Inequalities • Social networks built through education, family, neighborhood affect future opportunities. • The prosperity and future earnings potential of American children is highly dependent on the prosperity of their parents. • Children of disadvantaged families attend schools with fewer and lower quality resources. • PWD often experience significant economic disparities: • Household poverty rates higher. • Educational attainment – far fewer have high school diploma or college degree. • Access to healthcare – while few are uninsured, many rely on Medicaid for health coverage. Source: OECD (2010). PISA 2009 Results: Overcoming social background: Equity in learning opportunities and outcomes. Volume II. http://www.oecd.org/pisa/pisaproducts/48852584.pdf

9. Young Workers Earnings by Education Note: Full-time, full-year workers, age 25-34. Source: National Center for Education Statistics (2011). The Condition of Education. Figure 49-1

10. Workers over age 55 in the U.S. labor force as a proportion of all workers, projected 1950 to 2030 Sources: U.S. Bureau of Labor Statistics. (2009). Labor Force Projections to 2018: Older Workers Staying More Active. Monthly Labor Review, November 2009; U.S. Bureau of Labor Statistics. (2006). New Look at Long-term Labor Force Projections to 2050. Monthly Labor Review, November 2006

11. Labor Force Participation – Older Workers Source: Leonesio, M., Bridges, B., Gesumaria, R., & Del Bene, L. (2012). The Increasing labor force participation of older workers and its effect on income of the aged. Social Security Bulletin, 72 (1), 60-77.

13. Employer Responses to Aging Workforce • Among the 522 employer respondents, 85.6 % indicated that their organization was either very concerned (41.0%) or somewhat concerned (44.6%) about the aging workforce issues, although this varied by industry. • When asked “how has your organization incorporated aging workforce considerations into the design of Absence and Disability Management program(s)?”, respondents reported these as key actions: • flexibility • maintaining and enhancing benefits • wellness programming • safety checks • accommodation • stay-at-work and return-to-work programs • communication and recognition Von Schrader, S., Bruyere, Malzer, V., & Erickson, W. (2013). State of the Field: Absence and Disability Management Practices for an Aging Workforce. Ithaca, NY: Cornell University, ILR School, Employment and Disability Institute.

14. Employer Healthcare Burden Source: Axeen, S. & Carpenter, E. (2008). The Employer Health care burden. New American Foundation health Policy Program: Issue Brief. Retrieved fromwww.newamerica.net/health_policy and

15. Health Benefits and Employment Outcomes Recent Research • Our research, utilizing panels nine through eleven of the Medical Expenditure Panel Survey (MEPS) data, examines factors related to job-mobility among employed individuals with disabilities in the United States. Specifically, the study documents the key role of access to employer-paid health insurance in job-mobility patterns. • Our study estimated that employed people with disabilities who did not have access to employer-paid health insurance were 2.5 times more likely to change jobs compared to their non-disabled peers. • These findings have important implications in the contexts of the current economic environment and key provisions of Patient Protection and Affordable Care Act. Further, our findings also have implications for addressing health disparities among people with disabilities. Karpur, A. & Bruyère , S. (2012). Healthcare expenditure among people with disabilities: Potential role of workplace health promotion and implications for rehabilitation counseling. Rehabilitation Counseling Bulletin, 56(1), 7-22.

16. Implications for Employer/Business Functioning? Hiring practices? Productivity expectations? Performance management and metrics? Retention/advancement strategies? Workplace culture? Supply chains and globalization?

17. Implications of “New Economy” Workplaces for PWD? Remote/virtual work – how do we insure people with disabilities are not marginalized when they are not “present” at the worksite? Productivity – as productivity demands are increasing and “productivity layoffs” are happening all around us, how do we debunk myths about people with disabilities being less productive? HR Metrics – how do we expand public data sets and encourage employers in their company-specific data to more fully include disability status?

18. Implications of “New Economy” Workplaces for PWD? Few other thoughts on PWD and EITHER “new economy”: Availability of health insurance in low wage and part time economy? Transportation needs: When putting together patchwork of part-time jobs, transportation becomes increasingly important. Those NYT quotes above about literacy becoming tied to family income – disability and poverty go hand in hand, thus literacy and technical literacy may be harder to achieve. Access to education to be better prepared for this new economy.

19. Workplace Climate • Successful companies make it a priority to create a workplace climate that embraces and encourages diversity. • Organizations with climates of trust and inclusion allow for open dialogue, permitting employees to better plan and control their outcomes. • Movement toward eliminating disability and also age-based discrimination in the workplace. • Internal (DM) and external resources (VR and CRPs) can contribute positively to a workplace culture that succeeds in retaining workers with disabilities and older workers.

20. Benefits of Inclusive Climates • Across multiple study samples, data show members of historically marginalized groups (e.g., women, ethnic minorities, people with disabilities, aging workers) experience less discrimination and overall better work experiences in inclusive units. • Demographic-based differences in experiences of “fit,” perceived fairness, harassment, and perceived organizational support commonly seen in inclusive units enable better group functioning: • Higher cohesion, better information exchange. • Less conflict and miscommunication. • More creativity, higher financial performance. Protecting employees with disabilities from discrimination on the job: The role of unit managers. By Nishii, L., & Bruyère, S. (2009). Paper presented at panel Workplace policies and practices minimizing disability discrimination: Implications for psychology. 117th Annual Convention of the American Psychological Association, Toronto, Canada.

21. People with Disabilities Employees with disabilities experience: • Less “fit” between their skills and demands of the job. • Less empowerment on the job. • Less (perceived) organizational support. • Lower levels of procedural and interactional justice during the accommodation process. • Work arrangements that are less fair (especially fairness of job responsibilities and access to mentors). • Lower quality relationships with their managers. • Coworkers’ and managers’ behaviors to be less inclusive. Perhaps therefore: • Lower organizational commitment and job satisfaction. • But turnover intentions are not any higher. Protecting employees with disabilities from discrimination on the job: The role of unit managers. By Nishii, L., & Bruyère, S. (2009). Paper presented at panel Workplace policies and practices minimizing disability discrimination: Implications for psychology. 117th Annual Convention of the American Psychological Association, Toronto, Canada.

22. Experiences are Better in Inclusive Units • Individuals with disabilities who work in inclusive climates report significantly: • Greater success at having their accommodation requests granted. • Greater coworker support of their accommodations. • Better experiences of procedural and interactional justice during accommodations. • Lower levels of disability harassment/discrimination. • Higher organizational commitment and satisfaction. • Lower turnover intentions. Protecting employees with disabilities from discrimination on the job: The role of unit managers. By Nishii, L., & Bruyère, S. (2009). Paper presented at panel Workplace policies and practices minimizing disability discrimination: Implications for psychology. 117th Annual Convention of the American Psychological Association, Toronto, Canada.

23. Importance of Disclosure for Employers • Increase awareness of where accommodations may improve employee productivity. • Indicator of employee comfort level with sharing personal information. • Federal Executive Order 13548 -- Increasing Federal Employment of Individuals with Disabilities. • Proposed rule to revise Section 503 of the Rehabilitation Act. Emerging Employment Issues for People with Disabilities: Disability Disclosure, Leave as a Reasonable Accommodation, Use of Job Applicant Screeners by Sarah von Schrader, Valerie Malzer, William Erickson, & Susanne Bruyère. http://digitalcommons.ilr.cornell.edu/edicollect/1288

24. “Very important” factors, when deciding to disclose a disability to an employer Emerging Employment Issues for People with Disabilities: Disability Disclosure, Leave as a Reasonable Accommodation, Use of Job Applicant Screeners by Sarah von Schrader, Valerie Malzer, William Erickson, & Susanne Bruyère. http://digitalcommons.ilr.cornell.edu/edicollect/1288

25. Choosing to Disclose: Other Factors • Company offers flexible work opportunities. • Disability awareness/anti-stigma training offered to all employees. • “HR personnel who are familiar with disabilities, accommodations and understand it is a goal for companies.” • “Knowing the employer has a fair system in place to resolve complaints.” • Disability-related Corporate Social Responsibility. Emerging Employment Issues for People with Disabilities: Disability Disclosure, Leave as a Reasonable Accommodation, Use of Job Applicant Screeners by Sarah von Schrader, Valerie Malzer, William Erickson, & Susanne Bruyère. http://digitalcommons.ilr.cornell.edu/edicollect/1288

26. “Very important” factors when deciding to NOT disclose a disability to an employer Emerging Employment Issues for People with Disabilities: Disability Disclosure, Leave as a Reasonable Accommodation, Use of Job Applicant Screeners by Sarah von Schrader, Valerie Malzer, William Erickson, & Susanne Bruyère. http://digitalcommons.ilr.cornell.edu/edicollect/1288

27. Implications for Vocational Rehabilitation Practice Understanding of emerging workforce trends imperative to educate employers. Guide clients toward viable contemporary career choices. Counsel clients about disclosure issues. Strengthen knowledge about accommodations for aging workforce. Provide career advancement supports.

28. Implications for Employers Incorporate metrics for self-assessment regarding disability non-discrimination. Review impact of HR policies and practices on aging workforce and identify ways to increase retention. Put in place a proactive accommodation process for all workers. Adopt flexible workplace policies that facilitate productivity for all employees.

29. Related Resources Employer Assistance and Resource network (AskEARN) – www.askearn.org Job Accommodation Network - http://askjan.org/ Disability Management Employers Coalition (www.dmec.org) HR (human resources) Tips – www.hrtips.org Disability statistics – www.disabilitystatistics.org Employment and Disability Institute at Cornell - www.ilr.cornell.edu/edi/

30. References • Axeen, S. & Carpenter, E. (2008). The Employer Health care burden. New American Foundation health Policy Program: Issue Brief. Washington DC: New America Foundation. Retrieved from:http://www.newamerica.net/files/Employer%20Burden%20-%20issue%20brief.pdf • Bureau of Labor Statistics, U.S. Department of Labor. • Hausermann, S., Schwander, H. (2009). Identifying outsiders among countries: Similarities and differences in patterns of dualization. Working Papers on the Reconciliation of Work and Welfare in Europe 09/2009. http://www.mwpweb.eu/1/22/resources/publication_414.pdf • Karpur, A. & Bruyère , S. (2012). Healthcare expenditure among people with disabilities: Potential role of workplace health promotion and implications for rehabilitation counseling. Rehabilitation Counseling Bulletin, 56(1), 7-22. • Leonesio, M., Bridges, B., Gesumaria, R., & Del Bene, L. (2012). The Increasing labor force participation of older workers and its effect on income of the aged. Social Security Bulletin, 72 (1), 60-77. • National Center for Education Statistics (2011). The Condition of Education. Figure 49-1 • Nishii, L., & Bruyère, S. Protecting employees with disabilities from discrimination on the job: The role of unit managers.By (2009). Paper presented at panel Workplace policies and practices minimizing disability discrimination: Implications for psychology. 117th Annual Convention of the American Psychological Association, Toronto, Canada. • OECD (2010). PISA 2009 Results: Overcoming social background: Equity in learning opportunities and outcomes. Volume II. http://www.oecd.org/pisa/pisaproducts/48852584.pdf • The Conference Board, Blueprint for Jobs in the 21st Century: HR Policy Association. NY, NY: The Conference Board. • Von Schrader, S., Bruyere, Malzer, V., & Erickson, W. (2013). State of the Field: Absence and Disability Management Practices for an Aging Workforce. Ithaca, NY: Cornell University, ILR School, Employment and Disability Institute. • Von Schrader, S., Malzer, V., Erickson, W. & Bruyère, S. (2013). Emerging Employment Issues for People with Disabilities: Disability Disclosure, Leave as a Reasonable Accommodation, Use of Job Applicant Screeners. Ithaca, NY: Cornell University, ILR School, Employment and Disability Institute, at http://digitalcommons.ilr.cornell.edu/edicollect/1288